The DOI matches its Crossref record; 58 of the 58 references it cites were found in a registry or an index.
Breaking barriers and creating inclusiveness: Lessons of organizational transformation to advance women faculty in academic science and engineering
Abstract
To increase the representation and participation of women and other minorities in organizations, workplaces must become more inclusive. For such change to be successful and sustainable, organizations must systematically break down the barriers constraining women's participation and effectiveness; improve their prevailing structures, policies, and practices; and engender transformation in their climates. This article presents the experience of 19 U.S. universities, funded by the National Science Foundation's ADVANCE Institutional Transformation program, that have embraced comprehensive transformation for improved gender representation and inclusion in science and engineering disciplines. It describes the facilitating factors, program initiatives, institutionalization, and outcomes of their transformation, and suggests a transformation model that all organizations can use to create an inclusive and productive workplace for a diverse workforce. © 2008 Wiley Periodicals, Inc.
Overview
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Integrity signals
Registry
Cites
Statistics
Verification
Claims the paper makes
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Self-check
Percentages, sums and reported differences re-computed from the paper’s own numbers.
The self-check needs the paper’s full text.
Citations
Cites
DiMaggio, P. J., & Powell, W. W. (1983) · American Sociological Review · doi:10.2307/2095101 · Cited by 38,435
Institutionalized Organizations: Formal Structure as Myth and Ceremony
Meyer, J. W., & Rowan, B. (1977) · American Journal of Sociology · doi:10.1086/226550 · Cited by 28,308
DiMaggio, P. J., & Powell, W. W. (2004) · Advances in Strategic Management · doi:10.1016/s0742-3322(00)17011-1 · Cited by 25,802
Managing Legitimacy: Strategic and Institutional Approaches
Suchman, M. C. (1995) · The Academy of Management Review · doi:10.2307/258788 · Cited by 19,903
Organizational culture and leadership
(1993) · Long Range Planning · doi:10.1016/0024-6301(93)90120-5 · Cited by 16,462
DiMaggio, P. (1983) · American Sociological Review · Cited by 9,078
Leading change: why transformation efforts fail
Kotter, J. P. (2009) · IEEE Engineering Management Review · doi:10.1109/emr.2009.5235501 · Cited by 3,566
Science and Engineering Indicators
Washington, E., & Warren, M. E. (2004) · Cited by 2,822
Women, Minorities, and Persons with Disabilities in Science and Engineering: 2013: (558442013-001)
(2013) · PsycEXTRA Dataset · doi:10.1037/e558442013-001 · Cited by 2,471
Readings in Social Psychology.
Greenwood, E., Newcomb, T. M., & Hartley, E. L. (1948) · American Sociological Review · doi:10.2307/2087246 · Cited by 2,014
Cited by
Inclusion and diversity in work groups: A review and model for future research
Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Holcombe Ehrhart, K., & Singh, G. (2011) · Journal of Management · doi:10.1177/0149206310385943 · Cited by 2,135
Inclusive workplaces: A review and model
Shore, L. M., Cleveland, J. N., & Sanchez, D. (2018) · Human Resource Management Review · doi:10.1016/j.hrmr.2017.07.003 · Cited by 1,034
Women in Academic Science: A Changing Landscape
Ceci, S. J., Ginther, D. K., Kahn, S., & Williams, W. M. (2014) · Psychological Science in the Public Interest · doi:10.1177/1529100614541236 · Cited by 1,019
Boekhorst, J. A. (2015) · Human Resource Management · doi:10.1002/hrm.21669 · Cited by 351
O’Meara, K., Kuvaeva, A., Nyunt, G., Waugaman, C., & Jackson, R. (2017) · American Educational Research Journal · doi:10.3102/0002831217716767 · Cited by 292
Metadata
- Authors
- Bilimoria, D., Joy, S., & Liang, X.
- Venue
- Human Resource Management
- Publisher
- Wiley
- Published
- 2008-08-19
- Volume
- 47
- Issue
- 3
- Pages
- 423-441
- ISSN
- 0090-4848 (ISSN-L)
- 1099-050X
- OpenAlex
- W2169616320
- Cited by
- 339
- References
- 58
- FWCI
- 19.76
- Type
- journal article
- Language
- en
- Open access
- closed
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
How to cite
Cite CoChat for the checks on this page, and the paper for its own findings.
- This page
- CoChat. (2026). Citation check: Breaking barriers and creating inclusiveness: Lessons of organizational transformation to advance women faculty in academic science and engineering. https://app.cochat.ai/papers/10.1002/hrm.20225
- The paper
- Bilimoria, D., Joy, S., & Liang, X. (2008). Breaking barriers and creating inclusiveness: Lessons of organizational transformation to advance women faculty in academic science and engineering. Human Resource Management. https://doi.org/10.1002/hrm.20225
Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
